Retirement is a modest social institution that appeared in most industrialized nations near the start of the 20th century. The aim of retirement was to solve the societal dilemma of an increasingly aged labor force by moving older workers systematically out of their jobs so as to not cause them financial harm (Atchley, 1980, p. 264). Although retirement has been considered benign since its inception, the history of retirement indicates that it is one of the main progenitors of ageism in society today (Atchley, 1982, 1993; Haber & Gratton, 1994; McDonald, 2013; Walker, 1990). Retirement and its accompanying stereotypes have been used as a tool for the management of the size and composition of the labor force contingent on the dictums of current markets in any given historical era. Ever-changing ideologies about older adults that extend from negative to positive ageism have been utilized by business, government, the public, and the media to support whatever justification is required in a particular era, with little thought to the harm perpetrated on older adults. Unfortunately, society has subscribed to these justifications en masse, including older adults themselves. In this article the ageism embedded in retirement is examined to make what is implicit explicit to social work practitioners and policymakers in the field of aging.
Human service corporations provide opportunities that social workers are just beginning to recognize. Although the commercial provision of services has negative features, expansion of the for-profit sector bodes well for those professionals willing to consider it as a practice setting. Corporations have become prominent service providers in hospital management, nursing home care, managed care, child care, welfare, and corrections. Because for-profit firms are often more competitive than nonprofit agencies, privatization is likely to contribute to corporatization human services.
James Woolever and Jim Kelly
The study of leadership has a long history in disciplines outside of social work. Theorists have struggled with a myriad of definitions of leadership, as well as trait, behavioral, and situational leadership models. They have identified leadership types from transformational and charismatic to motivational. There has been much speculation and some study of the traits and characteristics of effective leaders, as well as effective leadership styles, abilities, and practices. Social-work theorists have contributed to this field by identifying the critical and unique characteristics of social-work leadership, such as adherence to social-work norms and orientation to the needs of disadvantaged groups. In the early 21st century, social workers have begun to elaborate technologies for creating tomorrow’s leaders through practices such as formal training, mentoring, and peer networking. There has always been, and will be, a critical need for leadership in social-work endeavors. Leadership development can be viewed from two perspectives: the individual and organizational. From the individual perspective, the system begins with a critical assessment of the individual’s strengths and limitations, along with the opportunities and threats for professional growth. Ultimately, the organization is responsible for providing resources to enable individual development. The long-term goal is to implement a developmental mind-set throughout the organization. Leadership development must be intended for all employees, not just a select few. Both individual and organizational job performance are ultimately dependent on the leadership developmental structures embedded within each organizational unit. The issue at hand is designing and delivering leadership development programs that meet the leadership requirements for today’s complex, yet changing organizations.
Darlyne Bailey, Katrina M. Uhly, and Jessica Schaffner Wilen
The concept of leadership has evolved from focusing on innate abilities, to learned skills, to recognition that leadership is composed of both skills and abilities. Recently, theorists and practitioners have identified core elements of leadership for social-work organizations. These elements encourage social-work leaders to understand their organizations as living systems within an interdependent world and aid them in connecting humanistic intentions with effects. Acknowledgment and enactment of these competencies secure skills of communication and guidance needed for engagement in dialog and action. Social-work students and leaders can learn and hone these qualities in social-work programs, schools, and professional development opportunities for effective leadership in the field.
Jon Simon Sager
Social planning emphasizes the application of rational problem-solving techniques and data-driven approaches to identify, determine, and help coordinate services for target populations. Social planning is carried out by a myriad of organizations—from federal agencies to community organizations—attempting to solve problems ranging from child welfare to aging. The advantages and disadvantages of this empirically objective data-driven approach, including different forms, will be discussed along with past, current, and future trends within the field of social work.